5s DMS

nullLocal Plant Safety ProtocolLocal Plant Safety ProtocolWHY ARE WE HERE?WHY ARE WE HERE?1. To learn how to identify and eliminate waste 2. To improve our work environment - Safety - Quality - Efficiency WORKSHOP NORMSWORKSHOP NORMSMandatory attendance for 3 days. Be on time! Be an active participant. Turn off radios and pagers. Have fun!null GM-NAO Plan to WinWhy 5S ?nullWhat is 5S? nullOPERATIONAL DEFINITION No. 21 Workplace Organization OPERATIONAL DEFINITION No. 22 Visual and Audio ControlsWorkplace Organization and Visual ControlsHow?6nullTHE LEAN ORGANIZATION INCLUDES:PLANTandOFFICEnull 5S WORKSHOP Purpose: To teach people how to identify and eliminate waste. Process: 3 full-day sessions ?3 hours classroom ?Remainder of time changing your work environment null Day 1 6:30 - 6:40 Opening Comments / Safety 6:40 - 8:15 Orientation 8:15 - 8:30 Break 8:30 - 9:40 Orientation (Cont'd.) 9:40 - 10:00 Proceed to Assigned Areas (3) 10:00 - 11:00 Sort (Red Tagging Process) 11:00 - 11:45 Lunch 12:00 - 3:00 Sort (Red Tagging Process - Cont'd.) 3:15 - 4:00 Plant Leadership Review Process Day 2 6:30 - 11:00 Straighten & Sweep 11:00 - 11:45 Lunch 12:00 - 3:00 Standardize & Sustain Activity 3:15 - 4:00 Plant Leadership Review Process Day 3 6:30 - 11:00 Standardize & Sustain Activity 11:00 - 11:45 Lunch 12:00 - 1:00 Plant Leadership Review Process 1:00 - 1:30 Open Items Review 1:30 - 2:30 Continuous Improvement Wall 2:30 - 4:00 Wrap-up (Entire Group) 5-S AGENDA null5S - PAST EXPERIENCE TLO Office, 1992 Why Office? 1. Improves our Understanding 2. $avings - Floor Space - 35% Reduction - Efficiency - >50% Improvement - Supplies - 44% $ Reduction Identified by Toyota as Competitive Advantage Teaching ExperiencenullEXECUTIVE FEEDBACK "Outstanding! We will implement lean office at NUMMI!G. Convis, Vice President, Manufacturing & Engineering "Outstanding! Would you teach our Japanese coordinators from NUMMI?"I. Itoh, CEO and Pres., NUMMI "Excellent! NUMMI can learn much from the TLO. I have been in plants all over the U.S. This is the best application of the TPS I have seen. I will take what I have learned and teach Toyota when I return to Japan."O. Kimura, CEO and President, NUMMI utstanding! The 5S process is the foundation of the Toyota Production System.? A. Toyoda, V.P. Production Control and Quality Assurance, NUMMInull5S TEACHINGS, 1995-97NUMMI 21 NAO\Warren 6 Metal Fab Division (MFD) 5 Truck Group 3 Delphi 3 Small Car Group 2 Service Parts Org. (SPO) 2 Other 4 TOTAL 46null5S TEACHINGS, 1998(through December 23, 1998)NUMMI 46 NAO / Warren MI 5 Metal Fab Division (MFD) 3 Powertrain 3 Delphi 2 Flint Components 1 Small Car Group 1 TOTAL 61nullNUMMI COIL YARD IMPROVEMENTS DUE TO 5S 60% Floorspace Reduction 80% Inventory Reduction (227 - 70 Coils) $2.25 Million Inventory Savings $500,000 Crane Avoidance Improved Visual ControlsnullDO MORE WITH LESS ?Reducing Salaried Staffing does NOT result in increased productivity. Reducing WASTE leads to increased productivity!nullOBJECTIVEEliminate Waste Costs = ProfitsnullWASTEnull Difficult to recognize waste. Need to make obvious to everybody what waste is. Waste must always appear distinctly and clearly. This is the first step towards attaining improvement in efficiency. Must re-examine the way we think about waste.(Observations made by Ohno)null SHIFT MINDSETCURRENT THINKINGREQUIRED THINKING WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT WASTE IS "TANGIBLE" IDENTIFY MANY SMALL OPPORTUNITIES - LEADS TO LARGE OVERALL CHANGE CONTINUOUS IMPROVEMENTCOMMWIPWASTETYPES OF WASTE COMMWIPnull SHIFT MINDSETCURRENT THINKINGREQUIRED THINKING WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT WASTE IS "TANGIBLE" IDENTIFY MANY SMALL OPPORTUNITIES - LEADS TO LARGE OVERALL CHANGE CONTINUOUS IMPROVEMENTCOMMWIPWASTETYPES OF WASTEOver- ProductionProcessing Material Movement WaitingInventoryCorrection MotionEFFECTS OF WASTE ON PEOPLEEFFECTS OF WASTE ON PEOPLECauses physical fatigue Causes emotional fatigue Increases frustrations Increases stress Causes you to blame others Steals your timenullEXERCISE TO IDENTIFY WASTE1. Break into teams.2. Choose a team recorder and presenter.3. For the next 15 minutes, review the definition of the type of waste. List what this type of waste would look like if you saw it in your plant/work area. 4. What causes this type of waste? 5. Share your findings with the whole group using the overhead provided (3 minutes). nullWASTE OF PROCESSINGWhat does it look likeWhat causes this type of waste DefinitionDoing something the customer does not perceive as adding any value. For example, a guide pin in a jig does not function properly and the operator has to do something xtra?by holding the jig with his left hand. Engineering changes without process changes Lack of customer input concerning requirements Decision making at inappropriate levels Ineffective policies and procedures Poor job at getting build info to operators Lack of posted boundary samples Unclear customer specifications Excessive processing of information by operators Complex processing of product Extra copies /excessive information Redundant approvals Operator doing unnecessary operation or repairnullWASTE OF CORRECTIONDoing something over is waste. It will require additional motion, additional processing and waiting. It uses more inventory and drives up cost.What does it look likeWhat causes this type of waste DefinitionnullWASTE OF OVERPRODUCTIONWhat does it look likeWhat causes this type of waste DefinitionGenerating excess parts, information, etc. too soon or too fast in a process is waste. Waste of overproduction causes other forms of waste. For example, excess parts require stacking, storing, etc.nullWASTE OF MOTIONWhat does it look likeWhat causes this type of waste DefinitionUnnecessary work movements are a form of waste. Searching for misplaced items is waste of motion. In the ideal state, all motion or movement should add value to what you are producing for your customer.nullWASTE OF MATERIAL MOVEMENTTransporting, storing or rearranging items (parts, equipment, people, etc.) unnecessarily is waste. To eliminate waste of material movement: (1) make the distance as short as possible, and (2) eliminate the temporary location of items.What does it look likeWhat causes this type of waste DefinitionnullWASTE OF WAITINGWhat does it look likeWhat causes this type of waste DefinitionWaiting while equipment is automatically processing, or watching a machine while it operates is waste. Waiting for people, information or or meetings to start on time is waste.nullWASTE OF INVENTORYWhat does it look likeWhat causes this type of waste DefinitionToo much of anything is waste. It takes up space, can lead to obsolescence, impacts safety, causes waste of motion and waste of material movement. It may come from purchasing excessive quantity of materials, equipment or tools.null Breaknull THE 5 "S" PROCESS nullnull DISCIPLINE IN PROCESS Process requires ongoing inspection and enforcement to ensure "Standardized Work" is being followed.Process does not improve automatically- Following standards will only maintain, not improve, process.- Improvement focuses on entire process. .StabilizeIdentifyWasteImproveProblem SolveStandardsEnforceInspectStandardizenull BENCHMARKING nullTLO OFFICESEE NOTES PAGEnullTLO LOCATOR BOARDSEE NOTES PAGEnullTLO SUPPLY CABINETSEE NOTES PAGEnullTLO PULL CARD INSTRUCTIONS AND TPM CARDSEE NOTES PAGEnullTLO DESKSEE NOTES PAGEnullTLO PRINTERSEE NOTES PAGEnullTLO TOOL TABLESEE NOTES PAGEnullLORDSTOWN STAMPING BEFORESee notes pagenullLORDSTOWN STAMPING AFTERSee Notes PagenullPARMA STAMPING BEFORESee Notes PagenullPARMA STAMPING AFTERSee Notes PagenullLANSING POWERTRAINSee Notes PagenullLANSING POWERTRAINSee Notes PagenullNUMMI TRUCK FRAMESee Notes Pagenull TIME TO GO TO WORK null Develop Red Tag StandardsAssign Maintenance & Inspection ResponsibilitySummary / Wrap-upRed Tagging ProcessBuy-in/Improvement ReviewStraighten & Sweep (Waste EliminationBuy-in/Improvement ReviewStandardize & Make VisualBuy-in/Improvement ReviewAssign Remaining Open ItemsCreate Continuous Improvement Wall5S PROCESS FLOW CLEARINGStandardizedSustainSweepStraightenSortnullnullnull SORTING: THE RED-TAGGING PROCESS Go to assigned area - assign keeper of Master Lists. Photograph area completely. Mark photos efore?and date them. Discuss each item and decide whether the item should be ed-tagged. Use 50% rule -- be red tag demons! Before any item is disassembled, manager must approve. Take red-tagged items to marshalling area. Manager has final approval on all actions. Document changes on form provided. nullSORTING - CLEARING UP What Will Be ed Tagged? Stock - Raw materials, parts, assemblies, etc. Machinery - Trucks, presses, drills, hoists, etc. Tools & Equipment - Motors, wrenches, pumps, phones, etc. Facilities - Work tables, chairs, desks, etc. Documents - Files, notices, awards, memos, folders, etc. Stationary - Pencils, staplers, erasers, paper, white out, etc. Fittings - Nuts, bolts, wire, hooks, etc. Locations - Rooms, bays, floors, shelves, etc. Others - Catalogs, radios, magazines, books, etc. ed Tag Anything But People nullMASTER LIST FOR SORTING ____________________Item Reason Date to Act null SORTING (RED-TAGGING) BUY-IN AND IMPROVEMENTnull Day 1 Leadership Review Items to Discuss Introduce all team members Identify 5S boundaries Review purpose of the area Review red-tagged itemsnullDAY 2null Name the 7 types of waste Give examples of 7 types of waste What is 5S?REVIEWnull Develop Red Tag StandardsAssign Maintenance & Inspection ResponsibilitySummary / Wrap-upRed Tagging ProcessBuy-in/Improvement ReviewStraighten & Sweep (Waste EliminationBuy-in/Improvement ReviewStandardize & Make VisualBuy-in/Improvement ReviewAssign Remaining Open ItemsCreate Continuous Improvement Wall5S PROCESS FLOW ORGANIZINGStandardizedSustainSweepStraightenSortnullWhy do we straighten?Why do we sweep?- Boosts morale by improving the work environment.STRAIGHTEN AND SWEEP- Easy to see, easy to get, easy to return.- Enables sharing of tools and supplies.- Identifies excess inventory.- Improves safety.- Cleaning is inspecting.null STRAIGHTEN AND SWEEP Visually inspect entire area, and ask: - Why are items located where they are? - Where should each item be? - Are tools and equipment easy to see, easy to get, easy to replace? - Is there closed storage where open would be appropriate? Organize/clean as you go. Frequently-used items should be easier to get. Arrange items for orderly appearance. nullParts StorageA123Tool Storagehy is it all messed up? ACCIDENTS TEND TO HAPPEN LESS WHEN THE WORKPLACE IS CLEAN AND WELL ORGANIZED SAFETYTool Boxnull OFFICE GUIDELINESConference Rooms: 1. Furniture and materials sufficient for meeting need. Supply: 1. Find something in 30 seconds. 2. 3-day supply of consumable items. Wall area: 1. Must provide recognition of people's ideas. 2. Continuous improvements will be shown in organized fashion, identifying waste and 17 initiatives; 3. Visual display on continuous improvement and learning. Locator/Mail Area: 1. Must be visual (see within 2 seconds if there is mail). Library: 1. User can find information without asking for directions. nullNUMMI STAMPING GUIDELINESSupplies: 1. Find item within 30 seconds 2. Central supply for common use items 3. Central supply for common use information and announcements 4. Open storage for common use tools and items Desk Tops: 1. Standardized desk top management: stapler, rolodex, calendar, G/L bump cap and in-tray Walls 1. Recognition of team members 2. Section Goals and Objectives 3. Feedback/Monthly Progress 4. Clear view out of windows: No Obstructions null Teams review areas with other teams: - Is the area organized to eliminate waste? - Can improvements be identified? STRAIGHTEN AND SWEEP BUY-IN AND IMPROVEMENTnull Day 2 Leadership Review Items to Discuss Any additional items added to the red tag area Key items straightened (organized) Key items/areas swept (cleaned)null Develop Red Tag StandardsAssign Maintenance & Inspection ResponsibilitySummary / Wrap-upRed Tagging ProcessBuy-in/Improvement ReviewStraighten & Sweep (Waste EliminationBuy-in/Improvement ReviewStandardize & Make VisualBuy-in/Improvement ReviewAssign Remaining Open ItemsCreate Continuous Improvement Wall5S PROCESS FLOW (StandardizedSustainSweepStraightenSortAssign Maintenance & Inspection Responsibilitynull STANDARDIZE AND MAKE VISUAL Why do we make visual? - Promotes adherence to standards. - Abnormalities become obvious. - Everybody can be inspectors!Why do we standardize? - Defines a place for everything. - Establishes a baseline. - Essential for continuous improvement.null STANDARDIZE AND MAKE VISUALnull STANDARDS FOR SIGNS AND LABELS GM TECHNICAL LIAISON OFFICEColor SchemeDescriptionBlack on Bright Green Black on White Red on White Black on Yellow/Gold Red on Blue Black on Fluorescent PinkLocations (rooms, directions, area identification, etc.) Temporary Personnel (name tags, locator board, STA center, etc.) Wall Postings (TPM, Standardized Work and other miscellaneous posted information.) Informational (Storage locations, other miscellaneous information, etc.) TLO Personnel (name tags, locator board, etc.) Safety Items (first aid kit, etc.) Instructional (5"S" checklist, recycling reminder, etc.)nullOFFICE STANDARDS GM TECHNICAL LIAISON OFFICEIndividual Work Areas: Supplies (in desk) - One use per week Equipment - Outline n-box,?message pad, telephone and any other items which may be used weekly by others All Office: Supplies Target: 3-day Supply Able to find within 30 seconds Lineage: Size: Floor lines = .75 in. width Desk/Table Top = .25 in. width Color: Floor lines = Yellow Desk/Table Top = Green solid Usage: Locations should be identified with lines when the items: 1) Are frequently moved from home position for use or service or accidentally moved 2) have critical locations for safety, visual organization or time savings purposes Signs and Labels: See separate sheet Time: Able to find an area or item within 30 secondsnullPLANT STANDARDS1. Floor Location: 3/4?Yellow 2. Wall Outlines: 1/4?Blue 3. Desk/Table Top Outline: 1/4?Green Manufacturing Floor: 1. Safety/Caution Black with 3?Yellow Hash 2. Walkway (Pedestrian) 3?Green 3. Exit Stripe 6?Orange with White 4. Outline Location 4?Yellow with Black Label 5. Productive Area Clear Gloss Concrete 6. Productive Slip Hazard Non-Skid Gray 7. Break Areas High Gloss Light Gray 8. Aisleways 4?Yellow (Dash Corners) 9. Directional Arrows Black 10. Checkpoint Locations Yellow Footprint Wall and Floor Outlines:nullDAY 3nullREVIEWWhat are the 7 types of waste? Give an example of the waste of processing.null Why do we sustain? -Promotes a safe work environment. -Maintains the plant to the standard. -Promotes good habits and discipline. e are what we repeatedly do. Excellence, then, is not an act but a habit. - ARISTOTLESUSTAINnull Standardized Work Sheet developed, documented and posted. Total Productive Maintenance (TPM) is assigned and posted. Verification is performed by Management. SUSTAIN (MAINTENANCE AND INSPECTION)nullnullnullTOTAL PRODUCTIVE MAINTENANCE CARDArea:_______________________________________________________________________________Performed by:_________________________________________________________ _ Ext.________Verified by:_____________________________________________________________Ext.________DatePerformedVerifiedDatePerformedVerifiedDatePerformedVerifiednullSTANDARDIZE AND SUSTAIN BUY-IN AND IMPROVEMENT Teams review all work performed with other teams. - Is area visual? - Are SWS appropriate? - Buy-in for TPM assignment - Pull system in place? Take fter?pictures, date, and post on wall with efore?pictures. null CONTINUOUS IMPROVEMENTYour lean work environment will either improve from today's standard or deteriorate. It definitely won't stay the same. What will help you improve your work environment ? What will keep it from improving? nullCONTINUOUS IMPROVEMENT PROCESS AT TLO Weekly Monday planning meeting begins with continuous improvement idea -- safety first, then all others. Ideas are approved or denied using the 50% rule. Ideas are related to at least one type of waste and one Quality Network definition. Improvements are implemented by suggestors. Improvements are recorded and posted on the continuous improvement wall. Individual and team goals are posted and tracked. Contributors are recognized when goals are reached. nullnullTLO CONTINUOUS IMPROVEMENT WALLnullOPEN ITEMS FOLLOW-UP Open items from:- Sorting - The Sorting Process Forms - Straighten and Sweep Process - Standardize and Sustain Process Manager assigns responsibilities on attached sheet. (Manager also gets assignments.)nullnull Day 3 Leadership Review Items to Discuss Review efore?pictures All items visually identified Pull systems put in place Standardized Work TPM card / responsibilities o Do?listnull Develop Red Tag StandardsAssign Maintenance & Inspection ResponsibilitySummary / Wrap-upRed Tagging ProcessBuy-in/Improvement ReviewStraighten & Sweep (Waste Elimination)Buy-in/Improvement ReviewStandardize & Make VisualBuy-in/Improvement ReviewAssign Remaining Open ItemsCreate Continuous Improvement Wall5S PROCESS FLOW StandardizedSustainSweepStraightenSortSummary and Wrap upnull WRAP-UP What did you learn this week? Why is what you did this week important?null Give us one idea to improve the 5-S Teaching Process